One-to-one conversations are one of the most important tools for a manager. Over the past three years, having worked with a great amount of companies, I’ve realized there is enormous untapped potential in these discussions. When done right, one-to-one conversations bring clarity to work, improve performance, and reduce stress. In this article, I’ll introduce three building blocks of one-to-one conversations that form a solid foundation for meaningful discussions.
- Structure. Everything starts with a good structure. Over the past few years, I’ve learned that the structure of the conversation is the cornerstone of a successful one-to-one. Structure here means the conversation model and frequency. Ideally, the structure should be shared across the organization, creating a solid foundation for a desired conversation culture. The conversation model should support preparation and guide the discussion in the right direction. For example, if your organization values discussions about goals, feedback, or well-being, these should be reflected in the conversation structure. However, remember that one-to-one conversations are not just for the company. Consider how the structure facilitates meaningful discussions for the team member and serves their needs. Involving both managers and team members in designing the structure ensures it serves everyone effectively.
- Preparation. Preparation is the key to a meaningful conversation. Typically, only 10–20% of conversations are prepared in advance, which is far too low. If participants show up without a plan and only then start thinking about what to discuss, the conversation lacks systematicity. In one-to-one conversations, team members should be given the opportunity to reflect on discussion topics in advance and add their own important points to the agenda. Managers, in turn, can review these points beforehand and thus also prepare themselves better.
- Action. Once preparation is done, the conversation is the time to deepen understanding of the discussed topics and agree on key actions to follow up on. One-to-one conversations should always be seen as an opportunity to improve something. Whether it’s about well-being, work clarity, or performance, what are the key actions that ensure the best possible work environment for both health and productivity?
Over the past three years, I’ve observed a strong correlation between managerial activity and employee experience. Managers who consistently conduct systematic one-to-one conversations and follow through with concrete actions have the greatest impact on employee experience. It’s no surprise that Gallup research shows that managers can influence up to 70% of the employee experience.
If you’re looking for a concrete tool to improve well-being and performance at work, one-to-one conversations are among the most essential tools. With these three building blocks, you can ensure you get more out of your conversations.
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